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Bulletproof problem solving : the one skill that changes everything

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• Foreword ix
• Introduction: Problem Solving for the Challenges of the Twenty-First Century xiii
• Chapter 1 Learn the Bulletproof Problem Solving Approach 1 A straightforward seven-step process is the key to bulletproof problem solving.
• Chapter 2 Define the Problem 31 Take time upfront to fully understand the problem and its context.
• Chapter 3 Problem Disaggregation and Prioritization 49 Cleave the problem into manageable parts.
• Chapter 4 Build a Great Workplan and Team Processes 87 Drive your workplans from hypotheses to action for efficient problem solving.
• Chapter 5 Conduct Analyses 111 Start with summary statistics and heuristics to find simple answers to complex problems.
• Chapter 6 Big Guns of Analysis 135 Employ sophisticated tools of analysis with confidence when they are needed.
• Chapter 7 Synthesize Results and Tell a Great Story 179 Synthesize your analysis and turn it into a compelling narrative.
• Chapter 8 Problem Solving with Long Time Frames and High Uncertainty 195 Add tools to address issues of long time frames and uncertainty.
• Chapter 9 Wicked Problems 235 Unpick wicked problems to yield surprising insights.
• Chapter 10 Becoming a Great Problem Solver 253 The magic of the bulletproof process is now yours.
• Appendix: Blank Worksheets for You to Try 259
• About the Authors 265
• Acknowledgments 267
• (source: Nielsen Book Data)

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Bulletproof Problem Solving: The One Skill That Changes Everything Audio CD – Unabridged, March 1, 2021

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• ASIN ‏ : ‎ B08Z33QZQ2
• Publisher ‏ : ‎ Gildan Audio and Blackstone Publishing; Unabridged edition (March 1, 2021)
• Language ‏ : ‎ English
• Audio CD ‏ : ‎ 1 pages
• ISBN-13 ‏ : ‎ 979-8200585915
• Dimensions ‏ : ‎ 5.2 x 5.7 inches
• #9,253 in Business Decision Making
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About the authors

Charles conn.

Charles Conn is a seasoned cross-sector leader, entrepreneur and best-selling author. Charles is an experienced investor, and is co-founder of Monograph Capital, a life sciences venture firm. Before that, he was CEO of Oxford Sciences Innovation, a £600m venture firm formed in partnership with Oxford to develop the University’s advanced science ideas. Charles has been a technology entrepreneur, and as founding CEO of Ticketmaster-Citysearch led the company through its IPO (NASDAQ TMCS) and acquisitions of Match.com, Evite, and other companies. He is co-author of Bulletproof Problem Solving: The One Skill That Changes Everything, published with John Wiley & Sons in 2019, a best seller which also earned a Top 10 reader ranking on McKinsey.com for 2019. It has been taught at Harvard and Oxford, and to the Schmidt Science Fellows, World Economic Forum Global Shapers, Kauffman Fellows, and Rhodes Scholars. He is also a nonprofit education and conservation leader, including a five year term as CEO of the Rhodes Trust, the organization that delivers the Rhodes Scholarships in Oxford. Prior to his Oxford roles, Charles was senior advisor to the Gordon & Betty Moore Foundation, where he led conservation projects including the wild salmon ecosystems initiative and the Palmyra atoll research station. He sits or has sat on many company and nonprofit boards, including Patagonia, the Mandela Rhodes Foundation in South Africa, and Arcadia Foundation in London. He began his career at McKinsey & Company, where he was a Partner and leader in the strategy and energy practices. He is a graduate of Harvard Business School, Boston University, and Oxford University, where he was a Rhodes Scholar.

Robert McLean

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Bulletproof Problem Solving by Charles Conn, Robert McLean

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About the Authors

Rob and Charles met at McKinsey & Company 25 years ago and formed a bond around doing the highest quality problem solving for their clients. After McKinsey, they continued to extend this problem solving methodology, developing approaches to societal scale problems, particularly around a shared interest in nature conservation. Both teach problem solving to graduate students, companies, and nonprofits worldwide.

Charles Conn

Charles recently completed his term as CEO of the Rhodes Trust, the organization that delivers the Rhodes Scholarships in Oxford. In this role Charles led a successful transformation effort to refresh the century‐old organization's strategy and operations, including development of a problem solving training program for scholars. He sits or has sat on many company and nonprofit boards, including Patagonia, the Mandela Rhodes Foundation in South Africa, and Arcadia Foundation. Before this, Charles was senior advisor to the Gordon & Betty Moore Foundation, where his conservation projects included the wild salmon ecosystems initiative and the Palmyra atoll research station. Charles was a technology entrepreneur, and as founding CEO of Ticketmaster‐Citysearch led the company through its IPO and acquisitions of Match.com , Evite, and other companies. He began his career at the Boston Consulting Group and was a Partner of McKinsey & Company. He is a graduate of Harvard and Boston Universities, and Oxford, where he was a Rhodes Scholar.

Rob McLean, ...

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Collective Intelligence An excerpt from The Imperfectionists on problem-solving in uncertainty

The book is based on 50 case studies, half of which come from nonprofits and the impact investment space. We hope you’ll enjoy the excerpt below, which features Collective Intelligence, a strategic mindset for uncertain times.

Click Here  to read an excerpt from The Imperfectionists on Stanford Social Innovation Review.

In Uncertain Times, Embrace Imperfection

Change is accelerating, with uncertainty and threat of disruption in every industry segment. The pace of change and rise of global winner-take-all competition means that conventional product-market-structure approaches to strategy, as well as core competencies thinking, are difficult to implement in practice and may yield misleading answers. Under today’s conditions, the authors argue that real-time problem solving should be the heart of strategy development rather than theoretical frameworks, and they present a framework for this approach.

Click Here  to read the Harvard Business Review’s article by Charles Conn and Rob McLean.

Six problem-solving mindsets for very uncertain times

Even the most inscrutable problems have solutions – or better outcomes that have been reached so far. Here’s how the best problem solvers crack the code.

Click Here  to read the McKinsey Quarterly article for September 15, 2020 written by Bulletproof Problem Solving authors Charles Conn and Robert McLean.

Follow Bulletproof Problem Solving now on YouTube

Co-authors Charles Conn and Robert McLean have completed a series of content pieces for YouTube where both authors discuss their professional experiences, the importance of problem solving, the 7-step Bulletproof Problem Solving process and leading example cases from the book. Follow us on YouTube for more problem solving discussion with the authors.

Click Here  to watch the first YouTube piece by Charles Conn 

Book Summary – Bulletproof Problem Solving: The One Skill That Changes Everything

Home > Book Summaries > Book Summary - Bulletproof Problem Solving: The One Skill That Changes Everything

Problem Solving in the 21st Century

Problem-solving has become a critical skill in the 21st century. Today, we’re surrounded by “Big Data” and sophisticated computing and modelling tools. At the same time, we’re facing problems that are bigger, more complex and dynamic, and our work is becoming less structured or predictable. Organizations need people who can learn quickly, think critically and creatively, and work with both humans and machines to solve complex problems.

Good problem-solving requires a proper process, so you can define a problem clearly, break it down into manageable parts, and work systematically towards a great solution. The Bullet Proof Problem-Solving framework was developed by McKinsey & Company, renowned management consulting firm.

This framework is a complete problem-solving process that can be used at an individual, organizational or even social/government level. It can be applied to any type of problem, from simple linear problems to those with complex interdependencies.

You can also use it in an iterative cycle to reach an interim solution, then repeat the process to build on your understanding and answers from previous iterations.

Here’s an overview of the 7 Bulletproof Problem Solving steps: Define, Disaggregate, Prioritize, Workplan, Analyze, Synthesize and Communicate.

The 7 Steps of Bulletproof Problem Solving

Now, let’s take a quick look at what the 7 steps entail. Do get our complete 16-page Bulletproof Problem Solving summary for a detailed breakdown of each step with examples.

Step 1: Define the Problem Clearly

Know what exactly you’re trying to solve in terms of the expected output and time frame. A well-defined problem provides a good starting point to save you lots of time later in the decision-making process. It must be concrete and measurable, yet leave enough room for creativity and unexpected developments.

You can get the steps and criteria for problem definition in the full Bulletproof Problem Solving summary.

Step 2: Disaggregate the Problem

Break the problem into its component parts or simpler issues, so you can form your hypotheses for testing.

One of the quickest and most effective ways to breakdown or cleave a problem is through logic trees. These are like mental maps of a problem to let you clearly visualize the problem. You can use logic trees to: • See all the component parts of the problem; • Identify possible paths or options; and • Isolate and prioritize the most important parts (step 3).

You can learn more about the principles of good logic trees, and when to apply different types of logic trees (including Factor Trees, Inductive Logic Trees, Deductive Logic Trees, Hypothesis Trees and Decision Tree) from our full summary.

Step 3: Prioritize—Prune the Logic Tree

Every organization has finite resources, and it won’t make sense to address every element in your logic tree. This step is about prioritizing the most important parts of the logic tree, to create the biggest impact with the least resources.

Your goal is to find the Critical Path that allows you to make the best use of your energy and resources. You must concurrently focus on your areas of priority and   discard or prune away the other branches:

And, ideally, brainstorm as a team to get a more comprehensive perspective.

Step 4: Develop a Workplan and Timetable

Now that you’ve identified and prioritized the key parts of the problem, you can create a workplan to assign specific tasks and resources to team members.

Do check out our complete Bulletproof Problem Solving summary for more insights on (i) what to look out for in developing your workplan, (ii) the ideal sequence of analysis, (iii) how to use “One Day Answers” to consolidate your understanding of a problem, and (iv) how to build sound structures and processes to problem-solve effectively as a team.

Step 5: Analyze the Problem Objectively

With a workplan in place, you can start to analyze the problem. To save time/effort, start with simpler tools (e.g. first‐cut heuristics and root cause thinking) for a quick initial diagnosis. Use complex tools only for the components that need more work. Learn more about these tools in our full summary!

Step 6: Synthesize Findings

Integrate the individual conclusions from the previous steps into a full, coherent picture, so you can test the accuracy of your conclusion and convince others that your solution is the best possible one. Often, this process unveils new insights that you may have missed when you were immersed in the details.

Step 7: Communicate your Findings

Create a compelling storyline that links the problem statement to the final conclusion. Present an overarching argument, supported by the situation-observation-conclusion  logic from your One-Day-Answers, and findings from the previous steps. More tips and examples/illustrations can be found in our full Bulletproof Problem Solving summary.

Dealing with Uncertain or Complex Problems

The 7-step Bullet Proof Problem-Solving Framework can be used for all types of problems. But what happens if you encounter problems with long timeframes and high levels of uncertainty?

For example, how do you address the impact of rising sea levels over the next 5 decades, or choose the right education/career given the uncertainty of the job market in 20-30 years? The McKinsey team divided uncertainty into 5 levels:

• Level 1 has the shortest timeframe with the lowest level of uncertainty, e.g. predicting sales for the next quarter.

• Level 2 involves alternative futures arising from specific events, e.g. Brexit or whether the UK would withdraw from the EU.

• Level 3 involves a range of possible futures and you can’t tell which ones are more likely, e.g. the role of fossil fuels compared to other energy sources in 15 years.

• Level 4 involves real uncertainty—situations where we can’t confidently foresee nor predict the outcomes, e.g. the Manhattan sea levels in 2050.

• Level 5 are the “unknown unknowns”. These are things we can’t possibly foresee (e.g. a meteorite hitting Earth) given our existing knowledge and technology.

You can still use the 7 steps to systematically work through potential strategies and find a resolution. The appropriate response will depend on (i) the nature and level of uncertainty and (ii) your own risk tolerance. For example, you can do nothing, try to buy time, purchase information to run complex modelling, buy hedges or insurance to protect yourself against risks, make moves that you won’t regret no matter the outcome, etc.

Do also check out our full summary for tips on how to deal with “wicked problems” which are extremely complex and hard to solve.

Getting the Most from “Bulletproof Problem Solving”

This is an extremely comprehensive book to equip anyone with the skills and processes to become a good problem-solver. The authors explain the 7 steps in great detail, and present 30 real‐world case-studies complete with illustrations, tables, logic trees and charts to show how the framework can be applied. The examples cut across a range of individual, organizational and national scenarios, from airport capacity planning to education and setting the right prices for a business startup. The book also comes with other technical concepts, tips, suggested problems for you to try, and various worksheets (for defining your problem, prioritizing the key variables, developing your workplan and storyline). You can purchase the book here or visit bulletproofproblemsolving.com for more details and resources.

About the Authors of Bulletproof Problem Solving

Bulletproof Problem Solving: The One Skill That Changes Everything was written by Charles Conn and Robert McLean.

Charles R. Conn is a Canadian and American entrepreneur, investor, and author. He’s the co-founder of Monograph, a life sciences venture firm. Previously, he was the CEO of Oxford Sciences Innovation, Ticketmaster-Citysearch, and Rhodes Trust. Conn serves/served on many company and nonprofit boards. He began his career at McKinsey & Company as a Partner and leader in the strategy and energy practices. He is a graduate of Harvard Business School, Boston University, and Oxford University.

Robert McLean is a Director Emeritus of McKinsey and Company. He led the Australian and New Zealand McKinsey practice for 8 years and served on the firm’s global Director’s Committee. He was Dean of the Australian Graduate School of Management. He’s also an investor, and a director of the Paul Ramsay Foundation. He is a graduate of the University of New England in Australia and the Columbia University Graduate School of Business.

Bulletproof Problem Solving Quotes

“Our aim is simple: to enable readers to become better problem solvers in all aspects of their lives.”

“Good problem solvers are made not born.”

“A well-defined problem is a problem half-solved.”

“Good Problem solving is equal parts ‘What you do’ vs ‘What you don’t do’.”

“Problem solving done well translates into action that improves our circumstances.”

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In search of self and something bigger: A spiritual health exploration

At a glance.

• Spiritual health encompasses having meaning in one’s life, a sense of connection to something larger than oneself, and a sense of purpose. Finding this meaning is associated with strong mental, social, and physical health.
• While assessment of spiritual health ranges widely across ages and locations, McKinsey Health Institute’s Global Gen Z Survey in 26 countries found that across generational cohorts the vast majority of respondents said spiritual health is “somewhat” to “extremely” important to them.
• Social, public, and private stakeholders can explore ways to help people find purpose and space to reflect on their lives. This includes employers seeking to help individuals find meaning in their work.

In McKinsey Health Institute’s (MHI’s) vision of a modern understanding of health , spiritual health is not a “nice to have” but a core dimension, along with physical, mental, and social health. But spiritual health can be hard to define. For many, it invokes a variety of feelings. There are those who see it as inseparable from religion, as well as those who associate it with following an internal moral compass or finding peace and calm through meditation. While those feelings can overlap, MHI’s concept of spiritual health 1 The subcomponents of spiritual health have been recognized for decades, as discussed in Adding years to life and life to years , McKinsey Health Institute, March 2022. For more, see S. K. Chaturvedi, Neera Dhar, and Deoki Nandan, “Spiritual health, the fourth dimension: A public health perspective,” WHO South-East Asia Journal of Public Health , January 2013, Volume 2, Number 1; Francesco Chirico, “Spiritual well-being in the 21st century: It is time to review the current WHO’s health definition,” Journal of Health and Social Sciences , March 2016, Volume 1, Number 1; Christina M. Puchalski, “Integrating spirituality into patient care: An essential element of person-centered care,” Polish Archives of Internal Medicine , September 2013, Volume 123, Number 9; Giancarlo Lucchetti et al., “Spirituality and health in the curricula of medical schools in Brazil,” BMC Medical Education , August 2012, Volume 12, Number 78; South-East Asia Advisory Committee on Medical Research, “Spiritual aspects of health: Global strategy for health for all by the year 2000,” World Health Organization, March 1984. is not necessarily tied to religious beliefs but rather to meaning in one’s life, a broad sense of connection to something larger than oneself, and a strong sense of purpose. These can be found within a community, a calling, a form of divinity, the ability to feel rooted and mindful in the present moment, or all of the above. And those who are able to develop their spiritual health often see positive overlaps with the other dimensions of health.

Methodology

To gain a better understanding of Gen Z in comparison with other generations, the McKinsey Health Institute (MHI) conducted an internet-based survey in May 2022 in ten European countries (France, Germany, Italy, the Netherlands, Poland, Spain, Sweden, Switzerland, Türkiye, and the United Kingdom), with approximately 1,000 completions per country. In August 2022, an additional 1,600 completions per country were collected from 16 mostly non-European countries (Argentina, Australia, Brazil, China, Egypt, India, Indonesia, Ireland, Japan, Mexico, Nigeria, Saudi Arabia, South Africa, the United Arab Emirates, the United States, and Vietnam). In total, the survey collected responses from 42,083 people, including 16,824 Gen Zers (mostly 18- to 24-year-olds and including a negligible minority of 13- to 17-year-old non-European respondents), 13,080 millennials (25 to 40 years old), 6,937 Gen Xers (41 to 56 years old), 5,119 baby boomers (57 to 75 years old), and 123 from the Silent Generation (76 to 93 years old).

Within each country, the survey applied weights to match the distribution of age cohorts, gender, and share of population with tertiary education in the sample to the country’s national census. The sample was drawn from populations with access to the internet, which made the samples more representative of Gen Z respondents. With this age cohort, nearly all individuals with access to the internet are active technology users; however, for other generations, this is less likely to be the case. This analysis reflects self-reported results in 2022.

Considerations for cross-generational surveys

The survey focused on how respondents—mainly Gen Z—were feeling at the time they were surveyed. Therefore, we cannot determine whether differences in answers between age cohorts are caused by an intrinsic difference in attitudes and behaviors or are merely induced by age differences: it is possible that Gen Z will eventually think and behave like millennials, Gen X, or baby boomers, when they reach those ages.

Considerations for surveys conducted online

The survey was conducted online. Therefore, it may not accurately reflect the behaviors or attitudes of individuals who don’t have reliable online access. This can be particularly significant in various aspects of life, given that the internet can have a profound impact on the information we access and how we process it.

Considerations for cross-country surveys

Cross-country, sociocultural differences can affect perceptions, scale of use, and other factors that may influence responses. However, we cannot automatically conclude that these differences are objective. The variations in answers on an agreement scale, for example, may be due to the respondent’s inclination to agree or disagree and their propensity to choose extreme answers such as “strongly disagree” or “strongly agree.”

Although we relied on cultural experts and youth reviewers to ensure equivalence of meanings across languages during translations, some observed differences across countries may still be induced by the translations.

To measure differences, we computed country averages and used them to calculate simple averages across countries. By doing so, we treated each country equally, regardless of its population size.

For more on physical, mental, social, and spiritual health definitions, see the interactive, “A modern understanding of health,” in the MHI report, Adding years to life and life to years .

However, there are differences between generations as to how they report spiritual health. MHI’s recent Global Gen Z Survey—a cross-generational survey that oversampled Gen Zers in order to yield insight into the generation, while still sampling all other generations for comparison purposes—highlights the complexity of how spiritual health is perceived and practiced around the world and the way spiritual health affects overall well-being. 2 The survey asked questions based on the four dimensions of health: mental, physical, social, and spiritual. MHI then analyzed differences and similarities across generations and countries, with the hope of informing the broader dialogue around Gen Z mental health. Additionally, while Gen Z tends to report worse mental health, the underlying cause is not clear. There are several age-specific factors that may impact Gen Z’s mental health independent of their generational cohort, including developmental stage, level of engagement with healthcare, and familial or societal attitudes. Among 41,000 respondents across generational cohorts in 26 countries, the vast majority said spiritual health is “somewhat” to “extremely important” to them (see sidebar, “Methodology”). This finding is similar to those of previous MHI surveys . This survey also highlights the varying global perspectives regarding the importance of spiritual health. More than 80 percent of respondents in Brazil, Indonesia, Nigeria, and Vietnam said spiritual health was very or extremely important, for instance, compared with less than 45 percent of respondents in Ireland, the Netherlands, and Sweden. Understanding how much spiritual health varies in level of importance could create better understanding in a globalized world, including for those working in the social, public, or private sector.

This is also an area with potential for more research: an MHI analysis found that about 75 percent of studies related to health primarily measure physical health, while just 12 percent measure mental health, 6 percent social health, and 1 percent spiritual health. 3 Adding years to life and life to years , McKinsey Health Institute, March 29, 2022. MHI has conducted multiple global surveys to understand how individuals perceive the four dimensions of health and what gaps exist. In a recent MHI survey of employees , for example, more than half of respondents across 30 countries reported positive overall holistic health, but respondents reported the lowest proportion of positive scores when it came to spiritual health. This may indicate that some employees, regardless of country, may be struggling to integrate meaning into their lives and work, which could, in turn, affect their physical, mental, and social health.

The series of insights below illustrate what cross-generational respondents said about their spiritual health in the Global Gen Z Survey, how to better understand the differences based on age and country, and how everyone has a role to play in helping people have lives with purpose. This can begin by understanding how spiritual health intersects with other dimensions. MHI highlights Gen Z specifically because of the many challenges young people face in the transition to adulthood, and how insights into aspects of health can lead to better resilience.

While the Gen Zers who have good spiritual health appear to be doing well in all dimensions, those with poor spiritual health may be struggling (Exhibit 1). Individuals reporting poor spiritual health were up to about four times less likely to say they had good or very good mental health than those reporting neutral or good spiritual health. In addition, those with poor spiritual health were about two times less likely to report good social or physical health.

The Gen Z survey is not the only research being done to find out how spiritual health can overlap with other dimensions. Spiritual health has been correlated with multiple dimensions of quality of life in other studies, 4 WHOQOL SRPB Group, “A cross-cultural study of spirituality, religion, and personal beliefs as components of quality of life,” Social Science & Medicine , March 2006, Volume 62, Number 6. and there has been growing discussion on the role of spiritual health in holistic medical care. 5 Tracy A. Balboni et al., “Spirituality in serious illness and health,” JAMA , July 2022, Volume 328, Number 2. This can include the role of spiritual beliefs in mental health, with some studies finding that higher spirituality scores correlated with fewer depressive symptoms or that spiritual health and perceived social support is associated with less death anxiety in the elderly. 6 Benjamin R. Doolittle and Michael Farrell, “The association between spirituality and depression in an urban clinic,” Primary Care Companion to the Journal of Clinical Psychiatry , 2004, Volume 6 Number 3; Mehrdad Hajihasani and Nahid Naderi, “Death anxiety in the elderly: The role of spiritual health and perceived social support,” Aging Psychology , 2021, Volume 6, Number 4.

Other studies have found that spiritual and physical health are strongly connected for some patients, with a 2011 US study finding that 41 percent of patients desired a discussion of religious and/or spiritual concerns while hospitalized. 7 Joshua A. Williams et al., “Attention to inpatients’ religious and spiritual concerns: Predictors and association with patient satisfaction,” Journal of General Internal Medicine , July 2011, Volume 26, Number 11. There is also some evidence of the connection between spiritual, social, and mental well-being, with a 2017 study finding that seniors in Iran who had spiritual behaviors and good social health were more likely to have self-care capacity. 8 Mahboobeh Mohammadi et al., “Assessment of the relationship between spiritual and social health and the self-care ability of elderly people referred to community health centers,” Iranian Journal of Nursing and Midwifery Research , December 2017, Volume 22, Number 6.

Overall, Gen Z respondents reported challenges with spiritual health at a higher rate than non–Gen Z respondents; about three times as many Gen Zers reported poor spiritual health as did baby boomers. 9 Erica Coe, Andrew Doy, Kana Enomoto, and Cheryl Healy, “ Gen Z mental health: The impact of tech and social media ,” McKinsey Health Institute, April 28, 2023. Gen Zers with poor mental health were three times more likely to report a lack of meaning in their lives than those with good mental health (Exhibit 2). And while Gen Z reports struggling the most with spiritual health, it’s not the only generation where spiritual and mental health are connected: non–Gen Z respondents with poor mental health were more than four times more likely to report a lack of meaning in their lives, compared with those with good mental health.

While the survey findings across countries affirmed that those with lower spiritual health had lower mental health scores, the perception of that connection varies by country. Eighty-eight percent of respondents in Indonesia, for instance, said positive spiritual health helped their mental health, while only 15 percent of respondents in Japan agreed with that sentiment. 10 As with all cross-cultural research, differences in scores across countries can be driven by the following two factors: true differences between countries on variables of interest and differences between countries because of artifacts such as within-country response styles or context-driven stigma. As an example, in our current survey, we observed lower scores across many variables of interest in Japan compared with other countries. When reviewing cross-cultural findings, we recommend the reader considers the cultural context of the country and region. That means it may be harder in certain countries to make the case that investment in better spiritual health can improve mental health.

By encompassing 26 countries, the Global Gen Z Survey offers insight into distinct regional differences in the way individuals perceive spiritual health (Exhibit 3). Respondents in higher-income economies, for example, were substantially less likely than those in lower- or lower-middle-income economies to indicate spiritual health was “extremely important” to them (27 versus 43 percent).

While spiritual health is not confined to religion, these complex differences around the world sometimes correlate with religious observance. Under half of respondents in France, Ireland, the Netherlands, and Sweden, for instance, said spiritual health was extremely or very important to them, compared with 85 percent of respondents in Nigeria. But it’s relevant to remember that many evaluate their spiritual health outside of traditional religion: in 21 of the 26 countries surveyed, the majority of respondents in each country said spiritual health is important to them, while far fewer reported regularly practicing religious habits, such as going to a faith-based service.

Recent Pew research supports this idea that there is a middle ground between the absence of spiritual beliefs and full religious or spiritual practice, finding that almost a third of US respondents say they are atheists (17 percent), agnostic (20 percent) or list “nothing in particular” (63 percent). Almost half of “religious nones” said their reasons relate to disliking religious organizations, and a third gave a reason related to negative experiences with those who described themselves as religious. Yet in this group, almost half said spirituality is important or that they considered themselves spiritual. 11 Gregory A. Smith et al., Religious ‘nones’ in America: Who they are and what they believe , Pew Research Center, January 2024; when asked about their beliefs regarding the presence of spirits or spiritual energies in the following, 69 percent of “religious nones” and 71 percent of the religiously affiliated chose at least one of the following when answering whether they believe the following can have spirits or spiritual energies: animals other than humans; elements of nature such as mountains, rivers, and trees; graveyards, cemeteries, or memorial sites; certain objects such as crystals, jewels, and stones.

By exploring the differences in spiritual health’s importance across countries or regions and by understanding the varying feelings on religion, organizations and individuals could potentially have a deeper understanding of how to advance holistic health.

This can invite conversation within social, public, and private settings on factors that influence spiritual health. For example, asking someone, “What ways do you find purpose in your life?” or “How are you helping others find meaning?” can yield fruitful discussions.

While finding pathways to pursue individual spiritual health is important across generations, our data suggest that this is especially important for Gen Z (Exhibit 4). When surveyed, Gen Z was the least likely to endorse positive statements about spiritual health: over a third of respondents reported a lack of meaning in their lives. Gen Zers were also the least likely to report finding a sense of purpose in their work and having personal beliefs that give them the strength to face difficulties. One potential explanation is that individuals in this phase of life may still be actively developing their sense of purpose, which lends credence to supporting younger generations in this important element of their health.

Earlier MHI work has highlighted the challenges among younger generations in maintaining their health and how employers can play a role in improving it. For example, workplace interventions that promote positive behaviors and limit negative ones can help create organizational climates that promote holistic health. In the search for meaning, some individuals may find a sense of purpose in their jobs. Others, however, may feel strongly that work is an intellectual or necessary part of life but that their primary purpose comes from volunteering in their communities, raising a family, creating art, engaging in activism, or doing other actions.

Spiritual health can be deeply personal, but MHI findings suggest that the workplace may be one of many places where individuals experience a sense of purpose and positive spiritual health overall (Exhibit 5). A person may find their job unfulfilling, but the flip side could also occur: people can find deep fulfillment in paid or unpaid work. About two-thirds of Gen Z respondents, for example, said spiritual health considerations, such as a purposeful mission statement and opportunities for pro bono work, were “very important” or “important” when it came to selecting an employer. Seventy percent of millennials and 66 percent of Gen X reported the same.

However, having a sense of purpose at work cannot override negative elements, such as toxic behavior and burnout. 12 Jacqueline Brassey, Brad Herbig, Barbara Jeffery, and Drew Ungerman, “ Reframing employee health: Moving beyond burnout to holistic health ,” McKinsey Health Institute, November 2, 2023. Additionally, individuals may prefer not to seek purpose in the workplace; instead, they may turn to avenues like volunteering, helping family members, participating in a religious or spiritual community, or all of the above. Still, recognizing the role the workplace can play in promoting spiritual health is an element of total employee holistic health, and creating opportunities for purpose in the workplace may be essential to the future of work.

Spiritual health can be framed as part of an individual’s overall well-being. Seeking purpose and meaning, connecting with what matters, and acting with intention can be a lifelong journey, much like the need to regularly assess one’s physical, mental, and social health. “Some of us are more predisposed than others to feeling spiritually connected. . . .  But we can all cultivate this natural capacity and build our spiritual muscle,” notes Lisa Miller , researcher on spiritual health and author of The Awakened Brain: The New Science of Spirituality and Our Quest for an Inspired Life (Random House, August 2021).

Similar to mental health, while spiritual health is personal to each individual, strong communities can be essential to increasing spiritual well-being for people around the world, along with other dimensions of health. Social, public, and private stakeholders can explore ways to help people find purpose and space for self-reflection in order to boost holistic health. These ways may include ensuring city residents have access to natural or green spaces that provoke reflection or exploring how community-level endeavors can improve people’s overall well-being. Another consideration for employers is how to better convey their appreciation for mission-based work to employees or how workplaces can encourage a holistic view of health. Other potential actions may simply include decreasing stigmas about discussion of spiritual health.

For those who want to cultivate spiritual health, the path may begin with recognizing its role in overall well-being. And starting the conversation on spiritual health could be an important first step to improving the health of ourselves and others.

Erica Coe is a partner in McKinsey’s Atlanta office and a McKinsey Health Institute (MHI) coleader; Kana Enomoto  is a partner in the Washington, DC, office and the MHI director of brain health; Jacqueline Brassey  is an MHI coleader of employee health and a senior fellow in the Luxembourg office; and Victoria Bennett is an MHI fellow in the New York office.

The authors wish to thank Manish Chopra, Alexandru Degeratu, Ignacio Fantaguzzi, Kai Grunewald, Anna Hextall, Abhishek Mahajan, Yukiko Sakai, and Claudia von Hammerstein for their contributions to this article. They also wish to thank Shri Murali Doraiswamy of Duke University; McKinsey alumnus Tom Latkovic of Backrs; Lisa Miller of the Spirituality Mind Body Institute, Teachers College, Columbia University; Shekhar Saxena of the Harvard T.H. Chan School of Public Health; and Moitreyee Sinha of citiesRISE for their contributions to this article.

This article was edited by Elizabeth Newman, an executive editor in the Chicago office.

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